Nursing and Health care Proof Reading Service

Nursing and Health care Proof Reading Service

Introduction

Sydney Local Health District (SLHD) Cancer Services Clinical Stream provides cancer care to the patients in a networked system across Australia. SLHD is internationally renowned for the treatment of multiple myeloma, lung cancer, melanoma, neck and head cancer, sarcoma, colorectal cancer and gynaecological cancer. SLHD is also internationally recognized for the clinical cancer research that it operates and conducts. The main aim of SLHD cancer service is to provide timely equitable access and innovative cancer services for all patients that are associated with the clinic. SLHD also includes radiation and medical oncology, surgical care and palliative care. SLHD also maintains highly specialized and qualified workforce of nurses and doctor that helps to provide integrated world-class service to the patients.

Planning Units

According to the report, it can be seen that the demand for the beds are rising with each passing year as there is a significant rise among the number of cancer patients. The devices used or the number of beds and chairs that are available needs to increase significantly in order to serve maximum number of patients. The accommodation facility needs to increase in order to intake more number of patients (Harrison et al. 2014). This will also help the facility to serve more number of patients and them better. According to the population projection, the rate of population growth of cancer patients is on a rise.

In order to serve the patients better, there needs to be the following change in the infrastructure of Sydney Local Health District. 115 inpatient beds from 96 beds, 22 Intensive Care Unit (ICU) beds from 18 beds, 14 High Dependency Unit (HDU) beds from 8 beds, 14 operation theatres from 10 operation theatres and 15 outpatient beds (slhd.nsw.gov.au, 2013). The present numbers of staffs employed by the clinic are stated in the table below:

There also needs to be a significant increase in the number of doctors, nurses, paramedics and supporting staffs. There also need to be a rise in the number of chambers for the doctors to be available in shifts at all times. The waiting lounge for the families of the patients needs to have more chairs to accommodate them comfortably. For the next few years, this infrastructure will help SLHD to cope with the incoming patients and serve them to the maximum potential of the facility.

Demographic Projection

According to the report, the population rate among the number of cancer patients comprising of all the variation of cancers has seen a significant raise. According to the report, the demographic projection indicates that by 2021, SLHD will handle almost 642,000 cancer cases alone. It has also been noted that the age group of the cancer patients is not a matter here because the rate of patients in every age group is rising. According to the report, there has been a rise of 11% patients within the year 2011 to 2021. Maximum rise of patients have been noted in the age group 70-84 years. The raise of 29.2% population within a span of 10 years, from the year 2011 to 2021 (slhd.nsw.gov.au, 2013), have been shown in the table below.

The table above clearly shows the rise in population between the years 2011 and 2016. The table also shows the projected growth of cancer patients in a span of 10 years that is within 2011 to 2021. Some patients also need care that does not require the patient to get admitted (slhd.nsw.gov.au, 2013). The patient may come to SLHD, avail the treatment and then leave. This service is known as the outpatient service. The rate of the number of outpatients and the services that are provided to them are shown in the table below:

It can be derived a need for the modification of the infrastructure is of utmost importance. The modified infrastructure will help SLHD to accommodate the patients that will come to them to avail their service. It is important for SLHD to keep upgrading the infrastructure in order to meet the requirements of the patients (slhd.nsw.gov.au, 2013).

Assessment

According to the report, it can be assessed that Sydney Local Health District Cancer Service is doing an excellent job in providing world class service with the help of the state-of-the-art equipments and machineries (slhd.nsw.gov.au, 2013). The patients that are being taken in are being served well with all the facilities that are being provided to them. The only issue that needs to be addressed is the improvement of the infrastructure of SLHD in order to incorporate more patients and provide better services. A master planning needs to be done by SLHD in order to enhance the facilities of SLHD. The facility for the outpatients need to be improved and enhanced so that the patients that are availing the services like chemo and radiation would not have much issues. The clinic is assessing the number of the patients that have been affected by the different kinds of cancer. They are also assessing the future projection of the number of attack of the cancer types. The graph below for the report clearly illustrates that.

Role Delineation

According to Grant et al.(2017), role Delineation is the process of determining the staff profile, support services, minimum safety requirements and other standards. This determination is done to make sure that the clinical services are safely provided and appropriately supported. Role Delineation is a tool that is used in the process of the development of the capital. When SLHD will develop a strategic plan, they should use the guideline of role delineation in order to describe the size, service profile and roles of the organisation. Role delineation helps to assess the potential risk that can be associated with the clinical services of SLHD. Therefore, it can be assessed that Role Delineation is crucial while developing SLHD as that will determine the efficiency of SLHD (slhd.nsw.gov.au, 2013).

Models of Care

According to Aubry et al.(2014),the model of care is nothing but the guideline that SLHD has in order to provide efficient and effective services to the patients. It is the decision of the clinic or the rules that are followed by them to determine the kind of treatment that is required by a person. It is also their decision to determine the time and the way that treatment can be delivered to that patient. The model depends upon the clinics as in the kind of treatment and facilities that they would like to provide to the patients (Clavelle et al.2016).

For SLHD, they are dedicated to provide excellent services to the patients by providing them with the state of the art facilities. The cancer care unit and cancer research unit has been developed and is being used to serve the patients in order to provide them with better services. In the table below, it will show the initiatives and the development of Sydney Local Health District for the benefit of the patients.

This table shows the standard of safety, equity and the quality that is maintained by SLHD for the benefit of the patients (slhd.nsw.gov.au, 2013). This is the model that is followed by SLHD in order to provide better service to the patients.

Present Situation Analysis

At present, Sydney Local Health District is in their planning stage. The problems and the issues have been identified by the clinic and the necessary measure that can be taken by the clinic has also been stated in this report. Some of the new initiatives by SLHD is already in order so that the functioning of the clinic may proceed faster. The cancer research facility that is present in SLHD is eminent and the technology is state of the art (slhd.nsw.gov.au, 2013). A lot of measures are yet to be taken by SLHD but as of now, the initiative in the short term has been noteworthy.

Future Projection

The future projection in terms of rise in the number of patients or the development of the infrastructure has been stated here in this report. The infrastructure of the clinic will have to go through a major change in order to accommodate the population in order to provide them with medical services (Singh and Sittig, 2015).If the infrastructure is ready, then the patients can be treated well and they can be given relief from the pain that they are going through. SLHD has been implementing some major changes and many more changes are being proposed for the development of SLHD in the future. The population projection that is increase of the patients in the clinic in the future has been stated in this report. The graph is given below:

It can be seen that the number of patients will rise significantly in another 4 years which will compel SLHD to improve their staffs and infrastructure in order to meet the demand of the patients (slhd.nsw.gov.au, 2013).

Identification of Strategies and Goals and Objectives

Strategies: Health Care Strategy:the strategy here is to provide optimum health care facilities to the patients. The needs of the patient will be assessed and analysed and treatment will be done accordingly (Cheng, 2015).

Education and Training Strategy:the staffs will have to be educated and trained regarding any new technology that is to be implemented in the clinic. They will have to be trained the different ways the technology or the procedure can be used in order to serve the patients (Chamie et al. (2014).

Goals and Objectives

1. Sydney Local Health District will have to ensure that the above stated strategies are in place. This is a major objective because it will determine the steady functioning and development of the clinic.

2. Sydney Local Health District will also have to ensure that the staffs including the doctors and the nurses have enough skill and are capable enough to support the clinic and serve it at the same time. They should be capable enough to deal with work pressure and handle patients at the time of their crisis.

3. Sydney Local Health District should make sure that the work environment is positive in nature where the staffs are valued and motivated. The clinic must make sure that the staffs are connected to the work that they are doing and that they have the same vision for SLHD as the management (slhd.nsw.gov.au, 2013).

Recommendations

It is recommended for Sydney Local Health District that they should follow up on the infrastructure development program as soon as possible. They must implement development measures and policies quickly so that the actual work may start to make the changes happen. It is also recommended that Sydney Local Health District should start to recruit new staffs starting from administrative staffs to doctor, nurses, technical staff and support staffs. Sydney Local Health District is recommended to process the infrastructure development immediately so that the needs of the patient can be met when it is required.

The number of beds and the rooms that will have to be developed will take time to actually happen. The management is recommended to make the final draft and start the process of implementing. The management of Sydney Local Health District can be recommended to initiate some training sessions and workshops. These sessions will help the technical staffs and the support staffs to be accustomed with the new machineries and technologies that will be implemented in the clinic. Overall, it can be recommended for Sydney Local Health District to serve the needs of the patients better by looking after their interests and taking care of them.

Conclusion

In this report, it can be said that Sydney Local Health District is doing a good job in serving the need of the patients and by helping them. Sydney Local Health District is taking the necessary steps to make the desired improvements in order to make the system and the infrastructure of the clinic better. The process of development can be made faster so to speed up the whole idea. This will also work positively for the interests of the patients. Lastly, the world class machineries and technologies can be better utilized if proper training sessions are implemented for the technical staffs and the support staffs.

References

1. Aubry, M., Richer, M.C. and Lavoie-Tremblay, M., (2014). Governance performance in complex environment: The case of a major transformation in a university hospital. International Journal of Project Management, 32(8), pp.1333-1345.